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"ABSTRAKPerilaku pemimpin yang efektif sangat diperlukan oleh organisasi. Penelitian ini berusaha menguji dua faktor penentu perilaku pemimpin yang efektif yaitu pertukaran atasan bawahan dan integritas. Responden penelitian adalah pegawai pemerintahan dari beberapa institusi pemerintahan yang berbeda dengan jumlah responden sebanyak 100 orang. Skala pengukuran berasal dari adaptasi skala pengukuran yang sudah ada yang memiliki nilai reliabilitas yang baik berkisar antara .86 hingga .92. Hasil penelitian ini memperlihatkan (1) pertukaran atasan bawahan berhubungan dengan perilaku pemimpin yang efektif (β = .40, p<.05) dan (2) integritas berhubungan dengan perilaku pemimpin yang efektif (β = .39, p<.05). Penelitian ini menunjukkan pentingnya integritas dan kualitas pertukaran atasan bawahan dan menyarankan penelitian lebih lanjut tentang topik ini meneliti di selain lembaga pemerintah. Keterbatasan serta saran untuk penelitian selanjutnya dibahas dalam diskusi.

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ABSTRACTLeader effectiveness behaviour is needed in organization. This study aims toinvestigate two factors that potentially influence leader effectiveness behaviour,which are leader member exchange and behavioral integrity. Researchrespondents originated from public servant in different government institutionswith total respondents as much as 100 people All scales were adapted frompreviously used scale, and their reliability scores are ranging from .86 to .92,suggesting very good scales. The result of this study show that (1) leader memberexchange influence leader effectiveness behaviour (β = .40, p<.05). (2)Behavioral integrity affects leader effectiveness behaviour (β = .39, p<.05). Thisresearch demonstrate the importance of behavioral integrity and leader memberexchange (LMX) and call more research on this topic in other area thangoverment institution. Limitation and suggestion for future research are beingdiscussed."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis hubungan antara LeaderMember Exchange (LMX) dan kinerja karyawan di perusahaan bidang industrimanufaktur yang mengolah serta memproduksi besi dan baja. LMX didefinisikansebagai hubungan dua arah yang dinamis antara pemimpin dan karyawan dimanapemimpin akan memperlakukan karyawan secara berbeda sesuai dengan waktudan kemampuan yang dimiliki oleh atasan tersebut (Graen dan Cashman, 1975).LMX merupakan variabel multidimensional, memiliki empat dimensi yaitukontribusi, loyalitas, afeksi dan respek terhadap profesi (Liden dan Maslyn, 1998)yang diukur melalui LMX-MDM dalam the Indonesian Quality of Work LifeQuestionnaire (IQWiQ) (Radikun, 2010). Kinerja adalah nilai total yangdiharapkan oleh perusahaan dari pekerjaan yang dilakukan seseorang selamaperiode waktu tertentu yang diukur melalui alat ukur kinerja dari Casimir et al(2006) dan telah diadaptasi dalam the Indonesian Quality of Work LifeQuestionnaire (IQWQ) (Radikun, 2010). Sampel dalam penelitian ini mencakup113 karyawan dari 13 divisi PT Krakatau Steel (Persero) Tbk yang terdiri dari 7divisi lapangan dan 6 divisi back office. Hasil analisis menunjukkan bahwa tidakada hubungan antara LMX dengan kinerja karyawan PT Krakatau Steel (Persero)Tbk. (r=+0.179, p>0.05, two tailed). Tetapi, hasil analisis menunjukan terdapatkorelasi yang signifikan antara dimensi kontribusi dari LMX dan kinerjakaryawan divisi lapangan PT Krakatau Steel (Persero) Tbk. (r=+0.277, p<0.05).

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AbstractThis research is to analyze the relationship between Leader MemberExchange (LMX) and employees? performance in iron and steel manufacturingindustry. LMX is defined as the dynamic two-way relationship between theleaders and the employees in which the leaders will treat the employees diferentlyaccording to the time and competence of the respective leaders (Graen andCashman, 1975). LMX is multi-dimentional variable with four dimensions whichare contribution, loyalty, affection, and respect to their profession (Liedn andMaslyn, 1998) measured through LMX-MDM in Indonesian Quality of Work LifeQuestionnaire (IQWiQ) (Radikun, 2010). Performance is defined as the totalexpected value to the organization of the discrete behavioral episodes that anindividual carries out over a standard period of time measured with workperformance measuring tool from Casimir et.al (2006) which has been adapted tothe Indonesian Quality of Work Life Questionnaire (IQWQ) (Radikun, 2010). Thesamples in this research are 113 employees from 13 divisions in PT KrakatauSteel (Persero) Tbk, consis of 7 field divisions and 6 back office divisions. Theresults of the analysis show that there is no relationship between LMX andemployees? performance in PT Krakatau Steel (Persero) Tbk. (r=+0.179, p>0.05,two tailed). But, The results of analysis show that there was significantrelationship between contribution dimension of LMX and employees?performance in field division of PT Krakatau Steel (Persero) Tbk. (r=+0.277,p<0.05)."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis hubungan antara LeaderMember Exchange (LMX) dengan kepuasan kerja pada karyawan bagianoperasional di perusahaan bidang industri manufaktur yang mengolah sertamemproduksi besi dan baja. LMX didefinisikan sebagai hubungan dua arah yangdinamis antara pemimpin dan karyawan dimana pemimpin akan memperlakukankaryawan secara berbeda sesuai dengan waktu dan kemampuan yang dimiliki olehatasan tersebut (Graen dan Cashman, 1975). LMX merupakan variabelmultidimensional, memiliki empat dimensi yaitu kontribusi, loyalitas, afeksi danrespek terhadap profesi (Liden dan Maslyn, 1998)yang diukur melalui LMXMDMdalam the Indonesian Quality of Work Life Questionnaire (IQWiQ)(Radikun, 2010). Kepuasan kerja berkitan dengan bagaimana perasaan seseorangterhadap pekerjaannya dan aspek-aspek yang berkaitan dengan pekerjaannya(Spector, 2006) yang diukur melalui alat ukur kepuasan kerja Roelen (Roelen,2008) dan telah diadaptasi dalam the Indonesian Quality of Work LifeQuestionnaire (IQWQ) (Radikun, 2010). Sampel dalam penelitian ini mencakup90 karyawan operasional dari 2 divisi PT. Krakatau Steel, Tbk denganmenggunakan accidental sampling. Hasil analisis menunjukkan bahwa terdapathubungan positif yang signifikan antara LMX dengan kepuasan kerja padakaryawan bagian operasional (r=+0.489, p<0.05, two tailed). Dari hasil penelitian,perusahaan disarankan untuk memperhatikan kontribusi atasan (supervisor) dalamkejelasan orientasi, pengarahan dalam pemberian instruksi kerja. Selain itu perlujuga supervisor melakukan evaluasi dengan jelas disertai sitem reward &punishment yang tepat, meninjau kembali upah yang diberikan serta memberikanapresisasi terhadap performa kerja.

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AbstractThe research?s purpose is to analyse the correlation between LeaderMember Exchange (LMX) and job satisfaction of the employee who work onoperational section on the manufactur company which process and produce ironand stell. LMX defined as a dynamis two way relationship between the supervisorand the employee where the supervisor will treat the employee differentlyaccording to the time and ability of the supevisor (Graen and Cashman, 1975).LMX is a multidimensional variable, have four dimension which is contribution,loyalty, afection and respect on the job (Liden and Maslyn, 1998) which measuredwith LMX-MDM in the Indonesian Quality of Work Life Questionnaire(IQWiQ)(Radikun, 2010). Job satisfaction related on what one individu feel about the joband every aspect about his or her job (Spector, 2006) which is measured withRoelen?s job satisfaction measuring instrument (Roelen, 2008) and have beenadepted in the Indonesian Quality of Work Life Questionnaire (IQWQ) (Radikun,2010). Sample of this research is 90 operational section employee of 2 divisonfrom PT. Krakatau Steel, Tbk and using accidental sampling. The result showthat, there is a significant positive relation between LMX and employee?s jobsatisfaction (r=0.489, p<0.05, two tailed). Based on the result, the company isadvised to pay attention to the contribution of the supervisor on the clearness oforientation, direction on job instruction. Furthermore, supervisor also need to dothe evaluation clearly and using reward and punishment system accurately.Review about the wage and give appreciation about performance of the job."

"Before you can lead others, you must learn to lead yourself. Yet those tasked with leadership roles must discover what their people - and their companies - respond to as they go. The "Leader's Pocket Guide" provides readers with concise, on-the-job expertise to inspire and direct them on their professional journey. Organized into three easy-reference sections - Self, Colleagues, and Organization - the book supplies readers with tactical tips on how to: deliver Inspiration; demonstrate character; develop confidence; communicate with authority; think critically; foster innovation; connect with others; resolve conflicts; add buzz to their leadership brand; coach for development; recognize achievement; instill company-wide purpose; and deal with adversity. Augmented by up-to-date research on the role of leaders and the expectations followers have for them, this pithy, powerful, and portable guide contains energizing action tips, self-assessments, and "Think About..." sections to spur readers on to reach continuously greater heights of leadership excellence.;"

"ABSTRAKBanyak orang berasumsi bahwa trait pemimpin, seperti self-monitoring dan achievement orientation, berhubungan dengan efektivitas seorang pemimpin. Akan tetapi, sesungguhnya penelitian-penelitian terdahulu belum sepakat mengenai hubungan antara self-monitoring dan achievement orientation dengan efektivitas pemimpin. Ada yang berpendapat bahwa pemimpin dengan self-monitoring dan achievement orientation tinggi lebih dipersepsi sebagai pemimpin yang efektif. Namun, ada pula yang menyatakan bahwa self-monitoring dan achievement orientation yang tinggi justru menjadi hambatan bagi seseorang untuk dapat dipersepsi sebagai pemimpin yang efektif. Oleh karena itu, penelitian ini bertujuan untuk menguji hubungan antara self-monitoring dan achievement orientation dengan efektivitas pemimpin. Efektivitas pemimpin dalam penelitian ini dinilai melalui evaluasi bawahan terkait perilaku pemimpin efektif. Untuk membatasi common method bias, dilakukan pengambilan data dari dua sumber berbeda (data self-monitoring dan achievement orientation diperoleh dari atasan dan data perilaku pemimpin efektif diperoleh dari bawahan) serta diterapkan counterbalancing pada item alat ukur yang diperoleh dari sumber atasan (self-monitoring dan achievement orientation). Penelitian ini dilakukan terhadap 215 pasang atasan dan bawahan pegawai perusahaan di sektor industri jasa keuangan dan perhotelan. Analisis multiple regression menunjukkan bahwa terdapat hubungan positif yang signifikan antara achievement orientation dan perilaku pemimpin efektif. Akan tetapi, tidak ditemukan hubungan yang signifikan antara self-monitoring dan perilaku pemimpin yang efektif. Implikasi dari penelitian ini didiskusikan lebih lanjut.

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ABSTRAKMany assume that leader?s traits, like self-monitoring and achievement orientation, are related to leader effectiveness. However, previous studies have not actually agreed yet on the relationships between self-monitoring, achievement orientation, and leader effectiveness. Some argue that high self-monitored leaders are perceived as more effective, as well as high achievement-oriented leaders. Contrary to that, others see high self-monitoring and achievement orientation as hindrances to the leader effectiveness. Therefore, this current study aims to investigate the relationships between self-monitoring and achievement orientation with leader effectiveness. In this study, leader effectiveness is measured from subordinate?s evaluation of leader effectiveness behavior. To limit common method bias, data was gathered from two different sources (self-monitoring and achievement orientation data gathered from leaders and leader effectiveness behavior data gathered from subordinates) and counterbalancing method is in place. Research data was collected from 215 pairs of leaders and subordinates in financial and hospitality industries. Multiple regression analysis demonstrates that there is a significant positive relationship between achievement orientation and leader effectiveness behavior. However, no significant relationship is found between self-monitoring and leader effectiveness behavior. Implications of this research are discussed further."

"ABSTRAKBenevolence value, yang berfokus pada kesejahteraan orang-orang terdekat dalaminteraksi sehari-hari, merupakan salah satu prediktor efektivitas pemimpin yangkuat. Namun, mekanisme bagaimana benevolence value memengaruhi efektivitaspemimpin masih belum cukup jelas. Sejumlah studi mengindikasikan bahwabenevolence value berhubungan secara langsung dengan efektivitas pemimpin.Meskipun demikian, riset terdahulu lainnya menunjukkan potensi leader-memberexchange (LMX) sebagai mediator hubungan antara benevolence value danefektivitas pemimpin. Penelitian ini bertujuan untuk menguji apakah LMXmemediasi hubungan antara benevolence value dan efektivitas pemimpin.Benevolence value penting diteliti khususnya pada pemimpin di Indonesia, yangkental dengan budaya kolektivisme, karena dengan kualitas benevolence value,pemimpin dapat membentuk dan menjalin hubungan yang hangat denganbawahannya. Untuk menghindari common method bias, penelitian ini memerolehdata variabel dari dua sumber responden yang berbeda (pemimpin dan bawahan).Data diperoleh dari 131 pasang responden di industri perhotelan di Bali. Seluruhalat ukur yang digunakan merupakan hasil adaptasi dari alat ukur sebelumnyadengan reliabilitas antara 0,78-0,95. Hasil analisis regresi menggunakanPROCESS mengungkapkan bahwa LMX memediasi penuh hubungan antarabenevolence value dan efektivitas pemimpin, menunjukkan bahwa pengaruh daribenevolence value akan terlihat apabila bawahan memersepsi adanya kualitashubungan yang baik dengan pemimpinnya. Implikasi dari hasil penelitian inididiskusikan lebih lanjut.

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ABSTRACTBenevolence value, which focuses on the welfare of close others in everydayinteraction, is a powerful source of leader effectiveness. However, the mechanismof how benevolence value influences leader effectiveness is still unclear. Somestudies have indicated that benevolence value directly affect leader effectiveness,while other scholars argue for the potential of leader-member exchange (LMX) asa mediator of the relationship between benevolence value and leadereffectiveness. This current research aims to investigate whether LMX mediatesthe relationship between benevolence value and leader effectiveness. Benevolencevalue is especially important in Indonesia, which characterized by highcollectivism, because it intends to build and maintain a warm relationship withsubordinates. To limit common method bias, we used two different sources ofdata (leader and subordinate) for the variables. Data was collected from 131 pairsof respondents in hotel industries in Bali. All scales were adapted from previouslyused scale, and the reliability scores are ranging from .78 to .95, suggesting verygood scales. Using the regression analysis with PROCESS, results reveal that therelationship between benevolence value and leader effectiveness is fully mediatedby LMX, suggesting that the impact of benevolence value may only occur ifsubordinate perceive and feel a good relationship with their leaders. Theimplications of these results are discussed."

"Safety performance can be increased if cabin crew management understands the real situation in the operation area. The exposure on the operational area gives the cabin crew valuable insight that can be used to enhance the safety management system, policy and mitigation. Therefore, management must be able to encourage the cabin crew to communicate safety-related information. Therefore, the cabin crew management must find the factor to enhance cabin crew prosocial voice behavior and upward safety communication. The objective of this study is to examine the influence of benevolent and morality leadership on upward safety communication and prosocial voice behavior in Indonesian cabin crew. The aim of this study is also to investigate the role of perceived organizational support (POS) in the relationship between benevolent and morality leadership with upward safety communication and prosocial voice behavior. Using the Structure Equation Model (SEM) and 356 cabin crew respondents, the result showed benevolent and morality leadership has a positive influence on upward safety communication. Another result is benevolent leadership has a positive influence on prosocial voice while morality leadership has not a significant influence on prosocial voice behavior. The last finding is POS mediates the influence of benevolent and morality leadership to prosocial voice behavior and upward safety communication.

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Kinerja keselamatan dapat ditingkatkan jika manajemen mempunyai pemahaman tentang apa yang sebenarnya terjadi di area operasi. Paparan yang diterima dari area operasi membuat awak kabin mempunyai wawasan yang berharga untuk meningkatkan safety management system, kebijakan dan mitigasi. Manajemen harus dapat mendorong awak kabin untuk menyampaikan informasi terkait keselamatan yang mereka punya. Oleh karena itu, penting bagi manajemen untuk menemukan faktor-faktor yang berpengaruh untuk meningkatkan prosocial voice behavior dan upward safety communication awak kabin. Penelitian ini dilakukan untuk menguji pengaruh benevolent dan morality leadersihp pada upward safety communication dan prosocial voice behavior awak kabin Indonesia. Penelitian ini juga bertujuan untuk menyelidiki peran mediasi perceived organizational support (POS) dalam pengaruh benevolent leadership dan morality leadership terhadap upward safety communication dan prosocial voice behavior. Menggunakan Structural Equation Model (SEM) dengan responden sebanyak 356 awak kabin, hasil penelitian ini menunjukkan benevolent leadership dan morality leadership memiliki pengaruh positif terhadap upward safety communication. Hasil penelitian ini juga menunjukkan benevolent leadership memiliki pengaruh positif terhadap prosocial voice behavior, tetapi morality leadership tidak memiliki pengaruh positif terhadap prosocial voice behavior. Hasil lain penelitian ini adalah POS memediasi pengaruh benevolent dan morality leadership terhadap prosocial voice behavior dan upward safety communication."